© 2010 Studer Group

Dr. Robin Largue

Dr. Janet Pilcher

LDISeptember 28, 2010

Agenda

Leader Rounding – Update on process and progress

Roll Out of Employee Engagement Survey Data

Roll Out of Parent Satisfaction Survey Data

Why do we do leader rounding?

Process Improvement – execution and consistency

Reward and Recognition

92% of people respond to reward and recognition

What gets rewarded gets repeated

Communicate things that are right

Be specific

Senior leaders write notes; direct supervisors say it personally

Leader Rounding

87 percentile – employee rounded on monthly

79 percentile – employee rounded on quarterly

55 percentile – every six months (twice a year)

50 percentile – never rounded on

Rounding for Outcomes - Employees

Align Questions to fit Desired Outcomes of the Organization

Concern and Care

What is Working Well

People to Recognize

Systems to Improve

Tools and Equipment

Follow-up

Different Purpose than a Classroom Walkthrough

Purpose of Rounding – to build relationships and improve processes

NegativeNegative1 compliment1 compliment1 criticism1 criticism

1 to 11 to 1

NeutralNeutral2 2 complimentscompliments1 criticism1 criticism

2 to 12 to 1

Positive!Positive!3 3 complimentscompliments1 criticism1 criticism

3 to 13 to 1

Source: Tom Connellan, “Inside the Magic Kingdom”, pgs 91-95

Verification:

Employee Rounding Log

What is working well?

Employees to recognize?

Any systems needing improvement?

Do you have the tools and equipment to do the job?

Anything else I can do for you right now?

Senior Leader Scouting Report

Accomplishments

New equipment

Staff to recognize

Current Expense Management Results

Tough Questions

External Environment

Employee Satisfaction

Parent Satisfaction

Student Achievement

Sample Rounding Stoplight Report

Steps for Validating Rounding Occurs

Validate on leaders who are your direct reports

Meet with each leader monthly to review– Rounding Logs

– Stop Light Reports

– And document ways leaders have recognized good performance and behavior of employees

Who Rounds on Who?

Superintendent rounds on direct reports. When rounding on departments or in schools get scouting report from department leader or principal.

Validate direct reports are rounding effectively

Then tell others why you went to particular areas and what you found

Manage up your work

(cont.)

Senior leaders (assistant superintendents) round on managers and directors and validate that managers and directors are rounding on their direct reports.

Managers and Directors round on employees.

Principals round on teachers and staff.

Table Discussions

How many people have you rounded on?

What have your learned from rounding on employees?

What questions do you have about rounding?

Have you developed a Stop Light Report?

How did employees respond to the SL Report?

What questions do you have about the SL Report?

Have you used a Scouting Report? If so, when and how?

© 2010 Studer Group

Survey and Survey Roll Out

Process

Employee Engagement Survey Process

Administered to employees

September 13 to 24 – Baseline Data

Employees complete survey thinking about their direct report (the person who does their evaluation)

Analysis by district, by school, by department– Overall means and frequencies

– Means by question

Leaders roll out survey results to employees

Questions

I have the materials and supplies to do my job.

My principal/supervisor has provided feedback on my strengths as an employee.

Principal/supervisor led staff meetings make efficient use of time and are productive.

My principal/supervisor recognizes good performance. My principal/supervisor demonstrates a genuine concern for my welfare.

My principal/supervisor makes the best use of available funds.

 

Questions continued

My principal/supervisor consults me on the decisions that affect my job.The expectations for judging my performance are clear.

My principal/supervisor provides the support needed to accomplish my work objectives.

My principal/supervisor has provided feedback concerning areas for improving my performance.

The superintendent is committed to the professional development of school employees.

The superintendent implements Board policies and procedures.

Questions Continued

The superintendent uses a variety of methods to promote effective communication throughout the district.

The superintendent makes informed decisions based on the best interest of the district.

The superintendent is clear and effective regarding his role in communicating the vision and mission of the district.

The superintendent has integrity and is honest.

If given a choice, I would recommend that a parent select this district for his or her child.

Open Ended Questions

What is working well in the school district?

What areas in the school district could be improved?

Is there anyone in the school district that you would like to recognize for good work?

Roll Out Process

Tools

Letter to staff stating purpose and inviting employees to meetings

Process for employees to sign up for meetings

Power Point leaders use to guide the focus group meetings

Chart paper for meetings

District results and school/department results provided in the district report

Checklist

Review letter to staff

See Handout

Review Opening for Focus Group Meetings

See Handout

Translate the information in the handout to Power Point slides you will use with the focus groups

Review Guidelines for Meetings

See Handout

Translate the information in the handout to Power Point slides you will use with the focus groups

District Results

Overall mean

Areas that are working well

Will add from information in the report

Areas that need improvement

Will add from the information in the report

How You Provide Data to Focus Groups

Review District Results

List the mean scores from highest to lowest

List the three highest mean scores for district

List the three lowest means scores for district

Reviewing Data From Our School

Focus on our school so will exclude superintendent items

At end of day you will have a chance to add any additional feedback on any item or areas not on the survey

Items Focused on Our School

Review School Results

List the mean scores from highest to lowest– Make a handout

List the three highest mean scores for district that directly impact our school (excluding superintendent scores) – put on chart paper

List three lowest scores that directly impact our school (excluding superintendent scores) – put on chart paper

Highest Ranked Areas

Why are these items some of the highest scored items?

What’s working well at our school?

Lowest Ranked Items

Bottom three items (place on chart paper)

Why are these items rated lowest?

What areas could we improve?

Other Comments

Did we miss anything or is there something you would like to add?

To make sure everyone has a chance to speak I will go around the room and give everyone about 30 seconds to provide any additional input of comments. [Go around the room and record comments on chart paper]

Summary of Areas That Need Improvement

Look at the list of all items on the chart paper (three ranked items plus others added)

Synthesize and collapse the items into the 6 to 8 most commonly reported concerns

Write those 6 to 8 items on chart paper

Prioritizing Actions

Ask each staff member to put numbers 1, 2, and 3 on top three items. The items that have the highest number of 1s would be first, second highest number of 1s second, 3rd highest number of 1s third.

List the top three items from the activity above, then ask staff to place a 1, 2, and 3 on the three items listed.

Prioritizing Actions

Summarize the final list from (number 1, 2, and 3) for that group. Then write on chart paper the below:

The three most important areas for growth are: (list the three in priority order).

Summary Question

Are there specific actions I could take that would improve my leadership to the degree that if you were to fill this survey out again, you could rate me a 5?

[Write the recommendations on chart paper.]

Ending with summary slide connecting back to purpose

Today, you all have provided valuable input on our strengths, areas where we need to improve and some specific actions I can do to make this school a better place to work. By ______, I will follow up with a summary of the meetings with staff and provide you with some specific action items that we will do together to improve our work environment so that our students have every opportunity to achieve at their highest level.

As you can see there is a great deal to be proud of and challenging work ahead. I am grateful for the support you have and will continue to show as we move ahead. I look forward to rolling up my sleeves and working shoulder – to – shoulder with you to make our District and school the best it can be.

Thank you for your valuable time and input.

© 2010 Studer Group

Role Play Survey Roll Out

Assumptions of Role Play

Set the context

Explained what we are doing and why

Role play the results part

District Results

Overall mean – 3.73

School mean – 3.90

District – Areas Working Well

The highest scored item on the survey related to the superintendent having a vision and mission for the school district.

Employees felt strongest that their leaders had a genuine concern for their welfare.

There is little difference between how the employees view the superintendent’s leadership and that of their direct supervisor, which could indicate that leaders are aligned to a common purpose.

District – Areas Needing Improvement

Hardwire rounding on employees including validation and accountability of leaders.

Leaders engage with staff in very specific ways to gain their input and to provide feedback to help them improve their performance.

Leaders provide staff more specific feedback on their performance.

How You Provide Data to Focus Groups

Review District Results

List the mean scores from highest to lowest (see handout)

List the three highest mean scores for district (put on chart paper)

List the three lowest means scores for district (put on chart paper)

Reviewing Data From Our School

Focus on our school so will exclude superintendent items

At end of day you will have a chance to add any additional feedback on any item or areas not on the survey

Items Focused on Our School

Review School Results

List the mean scores from highest to lowest (see handout)

List the three highest mean scores for district that directly impact our school (excluding superintendent scores) – put on chart paper

List three lowest score that directly impact our school (excluding superintendent scores) – put on chart paper

Highest Ranked Areas

Why are these items some of the highest scored items? (place on chart paper)

What’s working well at our school?

Lowest Ranked Items

Why are these items rated lowest? (place on chart paper)

What areas could we improve?

Other Comments

Did we miss anything or is there something you would like to add?

To make sure everyone has a chance to speak I will go around the room and give everyone about 30 seconds to provide any additional input of comments. [Go around the room and record comments on chart paper]

Summary of Areas That Need Improvement

Look at the list of all items on the chart paper (three ranked items plus others added)

Synthesize and collapse the items into the 6 to 8 most commonly reported concerns

Write those 6 to 8 items on chart paper

Prioritizing Actions

Ask each staff member to put numbers 1, 2, and 3 on top three items. The items that have the highest number of 1s would be first, second highest number of 1s second, 3rd highest number of 1s third.

List the top three items from the activity above, then ask staff to place a 1, 2, and 3 on the three items listed.

Prioritizing Actions

Summarize the final list from (number 1, 2, and 3) for that group. Then write on chart paper the below:

The three most important areas for growth are: (list the three in priority order).

Summary Question

Are there specific actions I could take that would improve my leadership to the degree that if you were to fill this survey out again, you could rate me a 5?

[Write the recommendations on chart paper.]

Ending with summary slide connecting back to purpose

Today, you all have provided valuable input on our strengths, areas where we need to improve and some specific actions I can do to make this school a better place to work. By ______, I will follow up with a summary of the meetings with staff and provide you with some specific action items that we will do together to improve our work environment so that our students have every opportunity to achieve at their highest level.

As you can see there is a great deal to be proud of and challenging work ahead. I am grateful for the support you have and will continue to show as we move ahead. I look forward to rolling up my sleeves and working shoulder – to – shoulder with you to make our District and school the best it can be.

Thank you for your valuable time and input.

© 2010 Studer Group

Questions

Roll Out for Parent Survey Results to Parents

Newsletter home to parents

District Information (get from report)– District mean

– Areas working well

– Areas needing improvement

School information– School mean

– Areas working well

– Areas needing improvement

Roll Out Parent Survey Results to Staff

Staff – District report with your school scores from the Appendix

Have a way for staff to provide input to you on the results

Working Well

Areas Needing Improvement

What are some ways you can gather staff input on above at your school?

Roll Out Process

Tools in Toolbox for Employee Engagement

Letter to staff stating purpose and inviting employees to meetings

Process for employees to sign up for meetings

Power Point leaders use to guide the focus group meetings

Chart paper for meetings

District results and school/department results provided in the district report

Checklist

Plan of action to improve

Tools in the Toolbox for Parent Satisfaction

District Report – Results and School Results

Parent Newsletter

Communication Approach to Staff About Parent Satisfaction

Plan of action to improve